Human Resource Management Report 7/1/ /31/2006

(1)

State of Washington

Washington State Department of Transportation (WSDOT)

Washington State Ferries (WSF)

Merit System 1

Human Resource

Management Report

7/1/2006 – 12/31/2006

Develop Workforce Reinforce Performance Deploy Workforce Plan & Align

Workforce Hire

Workforce

(2)

Data is from 7/1/2006 – 12/31/2006

2

Plan & Align

Workforce

Deploy

Workforce

Develop

Workforce

Hire

Workforce

Reinforce

Performance

Articulation of managers HRM accountabilities. HR policies. Workforce planning. Job classes & salaries assigned.

Qualified candidate pools, interviews & reference checks. Job offers. Appts & per-formance monitoring. Work assignments& requirements defined. Positive workplace environment created. Coaching, feedback, corrections. Individual development plans. Time/ resources for training. Continuous learning environment created.

Clear performance expectations linked to orgn’al goals & measures. Regular performance appraisals. Recognition. Discipline.

Managers understand HRM accountabilities. Jobs, staffing levels, & competencies aligned with agency priorities.

Best candidate hired & reviewed during appointment period. Successful performers retained.

Workplace is safe, gives capacity to perform, & fosters productive relations. Staff know job rqmts, how they’re doing, & are supported.

Learning environment created. Employees are engaged in develop-ment opportunities & seek to learn.

Employees know how performance contributes to success of orgn. Strong performance rewarded; poor performance eliminated Foundation is in place to build and sustain a productive, high performing workforce.

The right people are in the right job at the right time.

Time & talent is used effectively. Employees are motivated & productive.

Employees have competencies for present job & career advancement

Successful perf is differentiated & strengthened. Employees are held accountable.

Employees are

committed to the work they do & the goals of the organization

Productive, successful employees are retained State has workforce depth & breadth needed for present and future success

Agencies are better enabled to successfully carry out their mission. The citizens receive efficient government services.

Outputs Initial Outcomes Intermediate Outcomes

Ultimate Outcomes

(3)

Data is from 7/1/2006 – 12/31/2006

3

Standard Performance Measures

• Percent supervisors with current performance expectations for workforce management

• Management profile

• Workforce planning measure (TBD)

• Percent employees with current position/competencies descriptions

• Time-to-fill funded vacancies • Candidate quality

• Hiring Balance (Proportion of appointment types) • Separation during review period

• Percent employees with current performance expectations • Employee survey ratings on “productive workplace” questions • Overtime usage

• Sick leave usage

• Non-disciplinary grievances/appeals filed and disposition (outcomes) • Safety & workers compensation claims measure (TBD)

• Percent employees with current individual development plans • Employee survey ratings on “learning & development” questions • Competency gap analysis (TBD)

• Percent employees with current performance evaluations

• Employee survey ratings on “performance & accountability” questions • Disciplinary actions and reasons, disciplinary grievances/appeals filed and

disposition (outcomes)

• Reward and recognition practices (TBD)

Plan & Align

Workforce

Deploy

Workforce

Develop

Workforce

Hire

Workforce

Reinforce

Performance

Ultimate

Outcomes

Employee survey ratings on

“commitment” questions Turnover rates and types Turnover rate: key

occupational categories Workforce diversity profile Retention measure (TBD)

(4)

Data is from 7/1/2006 – 12/31/2006

4 Analysis:

During this reporting period, the agency was in transition between using the old EDPP/MDPP performance appraisal system and our new web-based competency driven Performance Management Program (PMP).

While in transition, managers using the new program are just beginning to meet with employees to review their CQ's as well as to set the expectations for which the employees will be rated.

Action Steps:

WSDOT expects complete implementation of the PMP by October 31, 2007. During this implementation

period, managers & supervisors are required to begin using the new program and setting up expectations.

As a result, at the

conclusion of the transition period the percentage complete will be near 100%.

Plan & Align

Workforce

Outcomes:

Managers understand workforce management accountabilities. Jobs and competencies are defined and aligned with business priorities. Overall

foundation is in place to build & sustain a high performing workforce.

Performance Measures:

Percent supervisors with current performance expectations for workforce management Management profile Workforce Planning measure (TBD)

Percent employees with current position/

competency descriptions

Source: DOT HQ Evals Due & Recvd db and Regional HRCs

Percent WMS Managers with current performance

expectations for workforce management = 49%

Total # of WMS Managers with current performance expectations for workforce management = 158

Total # of WMS Managers due for period = 320

Workforce Management Expectations

By Region: HQ UCO NWR NCR OR SWR SCR ER WSF Prob-Trial Srv 1st_& 2nd Qtr FY07 Agenc y Total Mngrs (WMS) Due 110 21 63 16 42 22 17 26 3 320 Mngrs (WMS) Received 40 5 14 16 19 21 17 26 0 158 Mngr (WMS) Completion Rate 36% 24% 22% 100% 45% 95% 100% 100% 0% 49% •These results reflect only WMS Managers.

•This data makes the assumption that expectations are reviewed and updated when performance evaluations are completed.

(5)

Data is from 7/1/2006 – 12/31/2006

5

Plan & Align

Workforce

Outcomes:

Percent supervisors with current performance expectations for workforce management

Management profile

Workforce Planning measure (TBD)

Percent employees with current position/ competency descriptions

WMS Management Type

Policy 1.5% Management 93.7% Consultant 4.5% Not Assigned 0.1% “Manager” 659 “Consultant” 32 “Policy” 11 Not assigned 1

Source: WSDOT Classification Unit Analysis:

DOT is responsible for the largest transportation project delivery

requirement in the nation to date. The current project delivery makes use of many consultants as well as state employees. This has resulted in our management to employee ratio being a bit higher than industry average.

The definitions of positions that are designated as Manager, Consultant and Policy have been defined by the

Department of Personnel. The use of the term consultant in the chart identifies a WSDOT employee that

Action Steps:

DOT will continue to closely monitor this ratio over the next six months.

Number of WMS employees = 703

Percent of agency workforce that is WMS = 11.5% Number of all Managers* = 682

Percent of agency workforce that is Managers* = 11.1% * Headcount in positions coded as “Manager” (includes [23] EMS and WMS)

(6)

Data is from 7/1/2006 – 12/31/2006

6 Analysis:

• During this reporting period, the agency was in transition between using the old EDPP/MDPP performance appraisal system and our new web-based

competency driven Performance Management Program (PMP). • While in transition, managers using the new program are just beginning to meet with

employees to review their CQ's as well as to set the

competencies for which the employees will be rated. Action Steps:

• WSDOT expects complete implementation of the PMP by October 31, 2007.

• During this implementation period, managers & supervisors are required to begin using the new program and

setting/updating

position/competency descriptions. • As a result, at the conclusion of

the transition period the

percentage complete will be near 100%.

Plan & Align

Workforce

Outcomes:

Management profile Workforce Planning measure (TBD)

Percent employees with current position/

competency descriptions

Percent employees with current

position/competency descriptions = 59%

Total # of employees with current position/competency descriptions* = 1686

Total # of employees* due for period = 2842

*Applies to employees in permanent positions, both WMS & GS

Current Position/Competency Descriptions

By Region: HQ UCO NWR NCR OR SWR SCR ER WSF Prob-Trial Srv 1st_& 2nd Qtr FY07 Agency Total Due 710 87 652 150 408 252 274 287 22 2842 Received 304 44 162 150 242 246 248 287 3 1686 Completion Rate 43% 51% 25% 100% 59% 98% 91% 100% 14% 59% •This data makes the assumption that CQ’s are reviewed and updated when performance evaluations are completed.

(7)

Data is from 7/1/2006 – 12/31/2006

7

Time-to-fill Funded Vacancies

0 10 20 30 40 50 60 70 80 0-10 _21-30 _41-50 ₆₁-70 ₈₁-90 10 1-110 12 1-130 14 1-150 16 1-170 18 1-190 20 1-210 22 1-230 24 1-250 26 1-270 Days A p poi nt m e nt s

Time-to-fill Funded Vacancies

Average Number of Days to fill*:

66 Number of vacancies filled:

423 *Equals # of days from hiring requisition to appointment effective date

Hire

Workforce

Outcomes:

Best candidates are hired and reviewed during appointment period. The right people are in the right job at the right time.

Performance Measures

Time-to-fill vacancies Candidate quality

Hiring Balance (proportion of appointment types) Separation during review period

Candidate Quality

Percent Number

Candidates interviewed who had competencies needed for the job [XX]%

[XX]

Hiring managers who indicated they could hire best candidate

[XX]%

[XX]

Analysis:

The average number of days to fill has decreased from 68 to 66 days.

Action Steps:

WSDOT HR is developing a tool that will track the various steps in the hiring cycle to identify areas for improvement.

WSDOT HR will monitor the time-to-fill to note the effect of the E-Recruiting System.

Source: WSDOT Recruitment Records, HRMS BW

Not available from DOP

WSDOT Average Time-to-fill

(8)

Data is from 7/1/2006 – 12/31/2006 8

Types of Appointments

14 210 292 70 7

New Hires

Promotions

Transfers

Exempt

Other

Analysis:

Based on the rule/contract changes effective July 1, 2005, managers have been using the flexibility built into the language to recruit and hire.

WSDOT has increased its amount of new hires over the past two years.

Supervisors are using the probationary/trial service period to address employee performance before permanent status is attained.

Action Steps:

WSDOT Human Resources will continue to train managers on interview and selection best practices.

WSDOT will continue to refine its current position-specific recruiting practices. As we refine this process, probationary/trial service separations should decrease.

WSDOT HR will monitor the number/type of appointment and separation during review period to note the effect of the E-Recruiting System.

Total number of appointments = 593*

Includes appointments to permanent vacant positions only; excludes reassignments “Other” = Demotions, re-employment, reversion & RIF appointments

Source: HRMS BW

Separation During Review Period

Probationary separations - Voluntary 18 Probationary separations - Involuntary 12

Total Probationary Separations 30

Trial Service separations - Voluntary 07 Trial Service separations - Involuntary 00

Total Trial Service Separations 07

Total Separations During Review Period 37

Hire

Workforce

Outcomes:

Performance Measures Time-to-fill vacancies Candidate quality Hiring Balance (proportion of appointment types) Separation during review period

(9)

Data is from 7/1/2006 – 12/31/2006

9

Deploy

Workforce

Outcomes: Staff know job

expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used

effectively. Employees are motivated.

Percent employees with current performance expectations

Employee survey ratings on “productive workplace” questions

Overtime usage Sick leave usage Non-disciplinary

grievances/appeals filed and disposition (outcomes) Safety and Workers Compensation (TBD)

Analysis:

• During this reporting period, the agency was in transition between using the old EDPP/MDPP performance appraisal system and our new web-based competency driven Performance

Management Program (PMP).

While in transition, managers using the new program are just beginning to meet with employees to review their CQ's as well as to set the expectations for which the employees will be rated.

Action Steps:

• Complete implementation of the PMP is expected by September/October ’07. • During this implementation

period,

managers/supervisors are required to begin using the new program and setting up performance expectations. • As a result, at the

conclusion of the transition period the percentage will be near 100%.

Percent employees with current performance

expectations = 59%

Total # of employees with current performance expectations* = 1686 Total # of employees* due for period = 2842

*Applies to employees in permanent positions, both WMS & General Service

Current Performance Expectations

•This data makes the assumption that performance expectations are reviewed and updated when performance evaluations are completed.

By Region: HQ UCO NWR NCR OR SWR SCR ER WSF Prob-Trial Srv 1st_& 2nd Qtr FY07 Agency Total Due 710 87 652 150 408 252 274 287 22 2842 Received 304 44 162 150 242 246 248 287 3 1686 Completion Rate 43% 51% 25% 100% 59% 98% 91% 100% 14% 59%

(10)

Data is from 7/1/2006 – 12/31/2006

10 Q4. I know what is expected of me at work.

Q1. I have opportunity to give input on decisions affecting my work.

Q2. I receive the information I need to do my job effectively.

Q6. I have the tools and resources I need to do my job effectively.

Q7. My supervisor treats me with dignity and respect.

Q8. My supervisor gives me ongoing feedback that helps me improve my performance.

Q9. I receive recognition for a job well done.

8% 12% 23% 32% 22% 2%

6% 10% 22% 38% 23% 1%

2%7% 19% 48% 21% 2%

2%6% 16% 54% 20% 1%

2%3% 8% 37% 47% 3%

Employee Survey “Productive Workplace” Ratings

1%3% 8% 40% 46% 1% 2%5% 15% 54% 24% 1% 4%5% 9% 26% 55% 1% 13% 16% 28% 27% 15% 1% 8% 13% 22% 30% 26% 1% 4.27 3.62 3.85 4.24 3.54 3.16 3.94 Avg

Productive Workplace Ratings WSDOT Overall average score: 3.80 Statewide Overall average score: 3.81 Analysis:

The survey results for “Productive Workplace” are synonymous with the state averages. These ratings should improve when the

number of Performance Evaluations improves.

Action Steps:

WSDOT should continue to improve the number of performance evaluations completed in the department as noted in the previous slides pertaining to performance evaluations.

Data as of 4/25/2006

Source: DOP Employee Survey

Deploy

Workforce

Percent employees with current performance expectations

Employee survey ratings on “productive

workplace” questions

grievances/appeals filed and disposition (outcomes) Safety and Workers Compensation (TBD) 4.28 WSDOT State 3.50 WSDOT State WSDOT State 3.80 3% 8% 18% 45% 22% 3% _3.76 WSDOT 4%5% 8% 23% 57% 3% State 4.29 WSDOT State 7% 10% 19% 29% 33% 3% 11% 14% 24% 26% 22% 3% 3.72 3.34 WSDOT State WSDOT State

(11)

Data is from 7/1/2006 – 12/31/2006

11 Overtime Cost - WSDOT

$1,229,392 $1,171,427 $1,400,016 $1,002,958 $1,315,278 $1,083,372 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Analysis:

WSDOT is currently at 6.2 hours, per capita, per month in 1st_{& 2}nd_{Qtr FY 2007.}

An average of 30.8% of WSDOT employees (per capita) are receiving overtime per month for 1st & 2nd Qtr FY 2007.

WSDOT overtime usage tends to be higher in the summer and winter months due to project delivery demands and snow removal season.

WSDOT’s overtime usage, in relation to sick leave usage, runs contrary to the state trends. As overtime usage rises, sick leave usage declines. Conversely, as overtime usage declines sick leave usage rises. Action Steps:

WSDOT HR, in conjunction with our Payroll Office, will further analyze the usage of overtime for potentially negative trends by the next reporting period.

* Statewide overtime values do not include DNR Source: HRMS BW

Average Overtime (per capita) *

0 1 2 3 4 5 6 7 8 Jul -06 Aug -06 Sep -06 Oc t-0 6 No v-06 De c-06 Average O T Hours

Avg OT Hrs - Agency Avg OT Hrs - Statewide

% Employees Receiving Overtime *

0 5 10 15 20 25 30 35 Ju l-0 6 Au g-06 Se p-06 Oc t-0 6 Nov -06 Dec -06 Per ce nt Empl oy ee s

Pct EE's w/OT - Agency Pct EE's w/OT - Statewide

Overtime Usage

Deploy

Workforce

Overtime usage

Sick leave usage Non-disciplinary

*Overtime Costs displayed are based on employees in permanent, appointed, and civil service exempt positions.

(12)

Data is from 7/1/2006 – 12/31/2006

12 Analysis:

WSDOT sick leave usage is running slightly higher than the statewide average.

However, the trend line is parallel with the statewide average.

WSDOT’s sick leave usage, in relation to overtime usage, runs contrary to the state trends. As sick leave usage rises, overtime usage declines. Conversely, as sick leave usage declines overtime usage rises.

Action Steps:

WSDOT HR, in conjunction with our Payroll Office, will further analyze the usage of sick leave for potentially negative trends by the next reporting period.

Average Sick Leave Use (per capita)

2 3 4 5 6 7 8 Jul -06 Aug-06 Sep-06 Oc t-0 6 No v-06 De c-06 Av g H our s

Avg Sick Leave Hrs Used - WSDOT (per capita) Avg Sick Leave Hrs Used - Statewide (per capita)

Avg Hrs SL Used, per capita – Agency Avg Hrs SL Used, per capita – Statewide % of SL Hrs Earned, per capita – Agency

% of SL Hrs Earned, per capita – Statewide 5.9 Hrs 6.2 Hrs 74.8% 79.8% Avg Hrs SL Used – Agency (those who took SL) Avg Hrs SL Used – Statewide (those who took SL) % SL Hrs Used vs Earned – Agency (those who took SL)

% SL Hrs Used vs Earned – Statewide (those who took SL)

11.1 Hrs 11.7 Hrs 139.1% 145.8%

Sick Leave Hrs Used / Earned (per capita)

Sick Leave Hrs Used / Earned (those who took SL)

Sick Leave time period = 7/2006 through 12/2006

* Statewide data does not include DOL, DOR. L&I, and LCB Source: HRMS

Sick Leave Usage

Deploy

Workforce

Overtime usage

Sick leave usage

Non-disciplinary

(13)

Data is from 7/1/2006 – 12/31/2006

13

Number of Non-Disciplinary Grievances Filed

2 1 4 3 0 0 0 1 2 3 4 5 Ju l-0 6 Au g-06 Se p-06 Oc t-0 6 No v-06 De c-06

Type of Non-Disciplinary Grievances

Mgmt Rights 0.0% Bid System 0.0% Other 20.0% Non-discrim 0.0% Hiring 10.0% Overtime 40.0% Leave 20.0% Work Hours 10.0% Compensation 0.0%

Non-Disciplinary Grievances

(represented employees)

Total Non-Disciplinary Grievances = 10

Analysis:

Overtime and hours of work issues continue to be a source of grievances because of the complexity of the contract language and new payroll system.

Action Steps:

The department continues to train timekeepers, payroll staff, supervisors and employees on how to interpret contract language and work within the constraints of the HRMS system.

Source: WSDOT Labor Relations Office Non-Disciplinary Grievance Disposition*

(Outcomes determined during 07/06 through 12/06) Settled/Resolved: 6

Withdrawn: 4

* There may not be a one-to-one correlation between the number of grievances filed (shown top of page) and the outcomes determined during this time period. The time lag between filing date and when a decision is rendered can cross the time periods indicated.

Deploy

Workforce

Overtime usage Sick leave usage

Non-disciplinary

grievances/appeals filed and disposition

(outcomes)

Safety and Workers Compensation (TBD)

(14)

Data is from 7/1/2006 – 12/31/2006

14

Non-Disciplinary Appeals

(mostly non-represented employees)

1 Rule Violation 1 Job Classification

2 Total outcomes withdrawn

1 Job Classification

1 Total outcomes Affirmed – Upheld Agency

Source: Dept of Personnel

Filings for DOP Director’s Review

Time Period = 07/06 through 12/06

4 Job classification 1 Rule violation

0 Name removal from register 0 Rejection of job application 0 Remedial action

5 Total filings

Filings with Personnel Resources Board

Time Period = 07/06 through 12/06

0 Job classification

0 Other exceptions to Director Review 0 Layoff

0 Disability separation 0 Non-disciplinary separation

0 Total filings

Non-Disciplinary appeals only are shown above.

There is no one-to-one correlation between the filings shown above and the outcomes displayed in the charts below. The time lag between filing date and when a decision is rendered can cross the time periods indicated.

Deploy

Workforce

Overtime usage Sick leave usage

Non-disciplinary

grievances/appeals filed and disposition

(outcomes)

Safety and Workers Compensation (TBD)

(15)

Data is from 7/1/2006 – 12/31/2006

15 Q5. I have opportunities at work to learn and grow.

Q8. My supervisor gives me ongoing feedback that helps me improve my performance. 1%3% 8% 40% 46% 1% 7% 12% 21% 30% 27% 3%

Develop

Workforce

Outcomes: A learning environment is created. Employees are engaged in professional development and seek to learn. Employees have competencies needed for present job and future advancement.

Percent employees with current individual development plans Employee survey ratings on “learning &

development” questions

Competency gap analysis (TBD)

Avg

Employee Survey “Learning & Development” Ratings

WSDOT Overall average score for Learning & Development Ratings: 3.63 Statewide overall average score for Learning & Development Ratings: 3.66

Source: EE Survey, DOT HQ Evals Due & Recvd db and Regional HRCs

Analysis:

• During this reporting period, the agency was in transition between using the old EDPP/MDPP

performance appraisal system and our new web-based competency driven Performance Management Program (PMP).

• While in transition, managers using the new program are just beginning to meet with employees to review their CQ's as well as to set the expectations for which the employees will be rated.

Action Steps:

• Complete implementation of the PMP is expected by September/October ’07. • During this implementation period,

managers/supervisors are required to begin using the new program and addressing individual development plans.

• As a result, at the conclusion of the transition period the percentage will be near 100%.

• Also, the WSDOT Staff Development Office maintains training curriculum for all job classes. Each employee can also access the Individual

Recommended Training Plan that shows mandatory, statutorily required, and recommended training, as well as the status of

completion. Information on completion of Mandatory & Statutorily Required training is also reported in the Gray Notebook.

Percent employees with current individual

development plans = 59%

Total # of employees with current IDPs* = 1686 Total # of employees* due for period= 2842

Individual Development Plans

Region: HQ UCO NWR NCR OR SWR SCR ER WSF Prob-Trial Srv 1st_{& 2nd} Qtr FY07 Agency Total Due 710 87 652 150 408 252 274 287 22 2842 Received 304 44 162 150 242 246 248 287 3 1686 Completion Rate 43% 51% 25% 100% 59% 98% 91% 100% 14% 59% 3.71 3.59 WSDOT State 7% 10% 19% 29% 33% 3% 2%3% 8% 37% 47% 3% 3.54 3.72 WSDOT State

(16)

Data is from 7/1/2006 – 12/31/2006

16

Reinforce

Performance

Outcomes:

Employees know how their performance contributes to the goals of the

organization. Strong performance is rewarded; poor performance is eliminated. Successful performance is differentiated and strengthened.

Employees are held accountable.

Percent employees with current performance evaluations

Employee survey ratings on “performance and

accountability” questions Disciplinary actions and reasons, disciplinary

grievances/appeals filed and disposition (outcomes) Reward and recognition practices (TBD)

Analysis:

• During this reporting period, the agency was in transition between using the old EDPP/MDPP performance appraisal system and our new web-based competency driven Performance

Management Program (PMP).

• While in transition, managers using the new program are just

beginning to meet with employees to review their CQ's as well as to set the expectations for which the employees will be rated. Action Steps: • Complete implementation of the PMP is expected by September/October ’07. • During this implementation period, managers/supervisors are required to begin using the new program and setting up employee appraisals.

• As a result, at the conclusion of the transition period the percentage will be near 100%.

**Percent employees* with current performance evaluations = 59%**

Total # of employees with current performance evaluations* = 1686 Total # of employees* due for period= 2842

Current Performance Evaluations

Region: HQ UCO NWR NCR OR SWR SCR ER WSF Prob-Trial Srv 1st_& 2nd Qtr FY07 Agency Total Due 710 87 652 150 408 252 274 287 22 2842 Received 304 44 162 150 242 246 248 287 3 1686 Completion Rate 43% 51% 25% 100% 59% 98% 91% 100% 14% 59%

(17)

Data is from 7/1/2006 – 12/31/2006

17 Analysis:

The survey results for “Performance & Accountability” are slightly lower than the state averages.

These ratings should improve when the number of Performance Evaluations improves.

Action Steps:

WSDOT should continue to improve the number of performance evaluations completed in the department as noted in the previous slides pertaining to

performance evaluations.

Employee Survey “Performance & Accountability” Ratings

WSDOT overall average score for “Performance & Accountability” ratings: 3.62 Statewide overall average score for “Performance & Accountability” ratings: 3.74 Q3. I know how my work contributes to the goals of my agency.

Q10. My performance evaluation provides me with meaningful information about my performance.

Q11. My supervisor holds me and my co-workers accountable for performance.

Avg

Reinforce

Performance

Outcomes:

Performance Measures Percent employees with current performance evaluations

Employee survey ratings on “performance and accountability” questions

Disciplinary actions and reasons, disciplinary

grievances/appeals filed and disposition (outcomes) Reward and recognition practices (TBD) 2%5% 11% 38% 42% 1% 3%5% 12% 36% 42% 3% 4.15 4.12 WSDOT State 18% 15% 20% 28% 14% 4% 11% 13% 19% 30% 21% 6% 3.05 3.39 WSDOT State 1%3% 8% 40% 46% 1% 3%5% 11% 33% 44% 3% 4.11 4.14 WSDOT State 13% 16% 28% 27% 15% 1% 11% 14% 24% 26% 22% 3% 3.16 3.34 WSDOT State

(18)

Data is from 7/1/2006 – 12/31/2006

18

Formal Disciplinary Actions

Issues Leading to Disciplinary Action Internet/Ethics

Poor Performance

Drug & Alcohol Policy Violations Attendance

Violence in the Workplace Policy Violations Safety

Neglect of Duty

Analysis:

The Department has placed a new emphasis on safety and holding employees accountable for their unsafe actions. Disciplines based on safety issues have gone up during this reporting period.

Internet and e-mail abuse continues to be the Department’s top disciplinary issue.

Managers are beginning to use performance improvement plans to track performance issues and the number of performance-based disciplines is rising.

The HRMS/BW is currently unable to identify how many actions resulted in a reduction in pay. However, WSDOT has tracked this internally and has made 11 reductions in pay for this reporting period.

Action Steps:

The Department will expand the use of performance improvement plans to address performance issues early and attempt to correct performance problems. Continued performance issues will be addressed with disciplinary action.

The Department will continue to educate employees on the proper use of state resources, in particular the use of e-mail and the internet while at work.

Source: HRMS BW

Disciplinary Action Taken

* Reduction in Pay is not currently available in HRMS/BW.

Dismissals 4

Demotions 2

Suspensions 1

Reduction in Pay* N/A

Total Disciplinary Actions* 11

Reinforce

Performance

Outcomes:

accountability” questions

Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition

(outcomes)

Reward and recognition practices (TBD)

(19)

Data is from 7/1/2006 – 12/31/2006 19 Disciplinary Grievances (Represented Employees) 2 11 2 7 1 0 0 2 4 6 8 10 12 14 16 18 20 Jul -06 Aug-06 Sep-06 Oc t-0 6 No v-06 De c-06 Jan-07 Feb-07 Ma r-0 7 Ap r-0 7 Ma y-07 Jun-07

Source: WSDOT Grievance Tracking and PRB

Disposition (Outcomes) of Disciplinary Grievances

Withdrawn = 8 Modified = 8 Affirmed = 4 Remanded = 0 Reversed = 0 Dismissed = 0

Total # Disciplinary Grievances Filed: 23

There is no one-to-one correlation between the filings shown above and the outcomes displayed in the charts below. The time lag between filing date and when a decision is rendered can cross the time periods indicated.

Disciplinary Grievances and Appeals

Disciplinary Appeals (Non-Represented Employees filed with Personnel Resources Board) 0 Dismissal

0 Demotion 0 Suspension 0 Reduction in salary

0 Total Disciplinary Appeals Filed with PRB

Reinforce

Performance

Outcomes:

accountability” questions

Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition

(outcomes)

Reward and recognition practices (TBD)

Disposition (Outcomes) of Disciplinary Appeals [Non-Represented Employee Outcomes with PRB]

Withdrawn = 3 Modified = 0 Affirmed = 0 Remanded = 0 Reversed = 0 Dismissed = 0

(20)

Data is from 7/1/2006 – 12/31/2006

20

ULTIMATE

OUTCOMES

Employees are

committed to the work they do and the goals of the organization

Successful, productive employees are

retained

The state has the workforce breadth and depth needed for present and future success

Employee survey ratings on “commitment”

questions

Turnover rates and types Turnover rate: key occupational categories Workforce diversity profile Retention measure (TBD) Actions & Strategies

Q3. I know how my work contributes to the goals of my agency.

Q12. I know how my agency measures its success.

Avg

Employee Survey “Employee Commitment” Ratings

Analysis:

The survey results for “Employee Commitment” are slightly lower than the state averages.

These ratings should improve when the number of Performance Evaluations improves.

Action Steps:

WSDOT should continue to improve the number of performance evaluations completed in the department as noted in the previous slides pertaining to performance evaluations.

WSDOT overall average score for Employee Commitment ratings: 3.57 Statewide overall average score for Employee Commitment ratings: 3.62

2%5% 11% 38% 42% 1% 3%5% 12% 36% 42% 3% 4.15 4.12 WSDOT State 9% 12% 21% 37% 19% 1% 11% 13% 21% 32% 20% 3% 3.45 3.39 WSDOT State 13% 16% 28% 27% 15% 1% 11% 14% 24% 26% 22% 3% 3.16 3.34 WSDOT State

(21)

Data is from 7/1/2006 – 12/31/2006

21

Permanent Employees Leaving State by Type

5 7 6 9 6 5 25 17 23 24 7 15 2 4 5 5 6 1 2 1 0 5 10 15 20 25 30 35 40 Ju l-0 6 Au g -0 6 Se p -0 6 Oc t-06 No v -0 6 De c -0 6 Tur nov er Other Dismissal Resignation Retirement Analysis:

WSDOT is currently at 3.04% turnover in a six month period.

Action Steps:

WSDOT HR will monitor the turnover rate for unexpected trends that may appear.

Source: HRMS BW

Note: Movement to another agency is currently not available in HRMS/BW

Turnover Rates

Total Turnover Actions: 175

ULTIMATE

OUTCOMES

Employees are

retained

Performance Measures Employee survey ratings on “commitment” questions

Turnover rates and types

Turnover rate: key occupational categories Workforce diversity profile Retention measure (TBD) Actions & Strategies

0.0% 0.2% 0.4% 0.6% 0.8% 1.0%

Jul Aug Sep Oct Nov Dec

All WSDOT Resignation Retirement Dismissal Other

Percent Workforce Turnover Breakdown

.62% .47% .63% .68% .34% .41%

(22)

Data is from 7/1/2006 – 12/31/2006

22

Diversity Profile by Ethnicity - Agency

0 2 2 2 5 90 0 10 20 30 40 50 60 70 80 90 100 Bl ac k Hi sp an ic Na tiv e A m er ican As ia n / Paci fic Is lan der C aucas ian O ther % E m pl oyee s Source: HRMS BW Agency State Female 26% 52% Disabled 4% 5% Vietnam Vet 7% 7% Disabled Vet 1% 2% People of color 11% 18% Persons over 40 76% 75%

Diversity Profile by Ethnicity - Statewide

0 5 5 ₂ 6 82 0 10 20 30 40 50 60 70 80 90 Bl ack H ispani c Na tiv e Am er ic an Asi an / Pa ci fic Isl and er Caucasi an O ther % Em pl oy ees

Analysis:

WSDOT needs to improve its representation of diversity in the organization.

Action Steps:

Regional Managers and HR Professionals are working WSDOT’s Office of Equal Opportunity and HQ

Recruitment & Retention section to increase the recruitment and hiring of diverse candidates.

Workforce Diversity Profile

Percent Age Distribution

0 0 1 5 7 10 13 20 20 15 7 1 0 0 0 1 6 9 15 23 24 15 6 2 0 5 10 15 20 25 30 % < 1 5 15-1 9 20-2 4 25-2 9 30-3 4 35-3 9 40-4 4 45-4 9 50-5 4 55-5 9 60-6 4 65 + % E m pl oy ees

All Employees (including WMS) WMS Employees Only

ULTIMATE

OUTCOMES

Employees are

retained

Performance Measures Employee survey ratings on “commitment” questions Turnover rates and types Turnover rate: key occupational categories

Workforce diversity profile

Retention measure (TBD) Actions & Strategies

(23)

Data is from 7/1/2006 – 12/31/2006

23

ULTIMATE

OUTCOMES

Employees are

retained

Performance Measures Employee survey ratings on “commitment” questions Turnover rates and types Turnover rate: key occupational categories Workforce diversity profile

Actions & Strategies

Actions & Strategies

Who

Date

Performance Management - WSDOT has installed a new electronic

performance management program. This program begins with

supervisors ensuring that their employees have current

position/competency descriptions. In addition they will know and

understand their performance expectations prior to completing a

performance appraisal. At the end of the rating period, the supervisor

will rate the employee on the position/competency description and

expectations that were established at the beginning of the rating period.

WSDOT currently has seven regions/divisions who have been trained

and are using the new performance management program. We are in

the process of training two additional regions and plan to have all

regions/divisions trained and using the new performance management

program by October 2007. The agency plans to have completed a

performance appraisal on all employees in the new performance

appraisal system by October 2008.

Director, Office

of Human

Resources

October

2008

Overtime Usage - WSDOT HR, in conjunction with our Payroll Office,

will further analyze the usage of overtime for potentially negative trends

by the next reporting period.

Director, Office

of Human

Resources

October

2007

Sick Leave Usage - WSDOT HR, in conjunction with our Payroll Office,

will further analyze the usage of sick leave for potentially negative

trends by the next reporting period.

Director, Office

of Human

Resources

October

2007

(24)

Data is from 7/1/2006 – 12/31/2006

24

WSDOT HR Mgmt Report Executive Summary – 1

st

_{& 2}

nd

_{Qtr FY 2007}

Percent WMS managers with current performance

expectations WSDOT has 49% (158/320) of WMS managers with WF Mgmt expectations for 1st & 2nd Qtr FY 2007. Management profile:

Percent workforce that is coded as “Manager” Percent workforce that is WMS

Percent WMS that is “manager”, “policy”, “consultant”

11.1% 11.5%

93.7% manager, 1.5% policy, 4.5% consultant

Percent employees with current position descriptions WSDOT has 59% (1686/2842) of employees with position/competency descriptions for 1st & 2nd Qtr FY 2007. Average days to fill job vacancies 66

Candidate quality ratings Data not available from DOP

Hiring balance (% types of appointments) 292 promotions, 210 new hires, 7 exempts, 70 transfers, 14 other Percent separation during post-hire review period 6.2%

Percent employees with current performance expectations WSDOT has 59% (1686/2842) of employees with current performance expectations for 1st & 2nd Qtr FY 2007. Employee survey “productive workforce” ratings 3.80 WSDOT average rating (1-5 scale)

Overtime usage: Average overtime hours

Percent employees receiving overtime

6.2 hours average, per capita, per month in 1st_{& 2}nd_{Qtr FY 2007} 30.8% average, per capita, per month in 1st_{& 2}nd_{Qtr FY 2007} Sick leave usage

Average sick leave use per capita

Average sick leave for just those who used sick leave

5.9 hours, per capita, per month in 1st_{& 2}nd_{Qtr FY 2007} 11.1 hours, per month in 1st_{& 2}nd_{Qtr FY 2007}

Number of non-disciplinary grievances filed 10 total for 1st & 2nd Qtr FY 2007 Number of non-disciplinary appeals filed 5 total for 1st & 2nd Qtr FY 2007

Percent employees with current individual training plans WSDOT has 59% (1686/2842) of employees with current individual development plans for 1st & 2nd Qtr FY 2007. Employee survey “training & development” ratings 3.63 WSDOT average rating (1-5 scale)

Percent employees with current performance evaluations WSDOT has 59% (1686/2842) of employees with current performance evaluations for 1st & 2nd Qtr FY 2007. 4/9 regions/divisions have performance evaluations for >90% of employees.

Employee survey “performance & accountability” ratings 3.62 WSDOT average rating (1-5 scale) Number of formal disciplinary actions taken 11

Number of disciplinary grievances/appeals filed 23 disciplinary grievances. 0 disciplinary appeals filed Employee survey “Employee Commitment” ratings 3.57 WSDOT average rating (1-5 scale)

Statewide turnover percentages 3.04% WSDOT, leaving state service (Six month period)

U

ltim

a

te

Outcomes

•The numbers for current performance expectations, current position descriptions and current individual training plans are based on the assumption that these areas are reviewed and updated when the performance appraisal is completed.

Rein fo rce P e rf orma nc e Dev e lo p W o rk forc e De pl o y W o rk fo rc e Hi re W o rk forc e Pla n & Align Workforc e

(25)

State of Washington

Washington State Department of Transportation (WSDOT)

Washington State Ferries (WSF)

Merit System 5

Human Resource

Management Report

07/01/06 to 12/31/06

Develop Workforce Reinforce Performance Deploy Workforce Plan & Align

Workforce Hire

Workforce

(26)

(WSDOT) Washington State Ferries (WSF) -Merit 5